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What are people’s views on the likely salary for this job? £30k? £50k? £75k? £100k??
I am a bit out of touch on these things. But my guess would be £50k.I think @lhar’s got it right and it’s a targeted move for someone internally. But for some reason they’ve got to advertise.
So I think the answer to that question will be “same or not much more than the targetee is already on”.
Ironically these non-jobs can pay very well (especially if they’re in HR and HR has done the job evaluation).
If it was a truly open process then I’d say £75k if they’re cheap, otherwise close to £90k-£110k plus car allowance and benefits.
What are people’s views on the likely salary for this job? £30k? £50k? £75k? £100k??
I am a bit out of touch on these things. But my guess would be £50k.It’s a director role – gotta be 90k
What are people’s views on the likely salary for this job? £30k? £50k? £75k? £100k??
I am a bit out of touch on these things. But my guess would be £50k.It’s a director role – gotta be 90k
Reporting in to the CFO of a FTSE100 with interaction with the Board (refer job advert) I’d think this is a factor of two or three out <<edited – I’m sure I saw reference to reporting line earlier on today but not any more, just close alignment to CFO and NEDs etc>>
Nb also says it’s part of their Senior Leadership Team ie top 50 ~ 100 leaders.
Consummation has no place on a polite forum. And the combination with vegetables makes my eyes water. I will concede, though, that I have heard consummation is better than onanism for eye disease.
I am not an optometrist.Is this what might misleadingly be called fornicating one’s ideas? 🙂
And you might well not be an optometrist but I’d say you are an optimist.
As for the advertised job I also think this is actually a tick the box exercise with the aim of fulfilling the role internally.
I think @lhar’s got it right and it’s a targeted move for someone internally. But for some reason they’ve got to advertise.
So I think the answer to that question will be “same or not much more than the targetee is already on”.
Ironically these non-jobs can pay very well (especially if they’re in HR and HR has done the job evaluation).
If it was a truly open process then I’d say £75k if they’re cheap, otherwise close to £90k-£110k plus car allowance and benefits.
I would guess you are slightly under. My partner, much to @JDB’s chagrin works in this area. Their role is all about efficiency and cost savings, plus ensuring processes are changed to get things right first time.
Based on salaries at her level of expertise, which saves companies eight figures a year and extrapolating that to a role two levels more senior whilst adding London weighting, I’d make the salary band £100k to £125k.
Contractors in that area and level charge upwards of £1k per day, if they are actually good at their job.
I think @lhar’s got it right and it’s a targeted move for someone internally. But for some reason they’ve got to advertise.
So I think the answer to that question will be “same or not much more than the targetee is already on”.
Ironically these non-jobs can pay very well (especially if they’re in HR and HR has done the job evaluation).
If it was a truly open process then I’d say £75k if they’re cheap, otherwise close to £90k-£110k plus car allowance and benefits.
I would guess you are slightly under. My partner, much to @JDB’s chagrin works in this area. Their role is all about efficiency and cost savings, plus ensuring processes are changed to get things right first time.
Based on salaries at her level of expertise, which saves companies eight figures a year and extrapolating that to a role two levels more senior whilst adding London weighting, I’d make the salary band £100k to £125k.
Contractors in that area and level charge upwards of £1k per day, if they are actually good at their job.
When you understand the reasoning behind the olive being removed from the salad, serving 8ml less of hot beverage and afternoon tea with no tea, haven’t you reached some sort of cost saving plateau at the top of the learning curve?
Ah… but Transformation is about making you like it and do it not just understand it.
Massive disservice in this thread to what well functioning Transformation departments and project(s) can deliver.
But then that’s not hilarious enough for the it crowd, more fun to just take the piss I guess.
And before the usual ‘BA and well functioning is an oxymoron’ comments, maybe this is them genuinely trying to do things properly for once.
Massive disservice in this thread to what well functioning Transformation departments and project(s) can deliver.
But then that’s not hilarious enough for the it crowd, more fun to just take the piss I guess.
And before the usual ‘BA and well functioning is an oxymoron’ comments, maybe this is them genuinely trying to do things properly for once.
+1 👏
Massive disservice in this thread to what well functioning Transformation departments and project(s) can deliver…
I’d be interested in an example of a good transforming project.
Massive disservice in this thread to what well functioning Transformation departments and project(s) can deliver…
I’d be interested in an example of a good transforming project.
.gov.uk
Massive disservice in this thread to what well functioning Transformation departments and project(s) can deliver.
But then that’s not hilarious enough for the it crowd, more fun to just take the piss I guess.
And before the usual ‘BA and well functioning is an oxymoron’ comments, maybe this is them genuinely trying to do things properly for once.
Agreed. unnecessary comments from forum members.
“change certification”, they’ll be after someone who knows a Scrum Master from a Train, and will be Agile with a big “A”, all while Deep Diving into the data.
If, as reported, BA has set a budget of £7bn to fix 600 problems, it’s hard to imagine world in which they will succeed in their efforts without a role of this type.
But wiser transformation managers would reflect introspectively on the way the conversation has developed here. There is a reason why this type of role is so widely mocked: most of us have encountered too many non-achieving pen-pushers who create stultifying corporate bureaucracy rather then facilitate real transformation.
Great change people are great. Unfortunately, they are too rare.
Massive disservice in this thread to what well functioning Transformation departments and project(s) can deliver…
I’d be interested in an example of a good transforming project.
.gov.uk
Yes. Thanks for that.
“change certification”, they’ll be after someone who knows a Scrum Master from a Train, and will be Agile with a big “A”, all while Deep Diving into the data.
Thanks for the information.
To be fair to BA, Transformation Director roles are becoming all the more important and much more common(albeit my data points in other industries).
Organisations are struggling to articulate a purpose and strategy at the top table. Then much lower down, day to day operational changes (through an investment portfolio book of work) are designed / tested / built / deployed.
I have seen a number of firms not join the two – ie changes taking a company away from its core strategy because they haven’t aligned them (almost by accident) or not prioritised, resourced or funded them. Or sometimes balance too much regulatory and not enough discretionary investment “realise strategy” spend etc.
I interpret the role as a bit about acting as this interface and they’re probably deciding to introduce this capability rather than off load it to a McKinsey or Bain.
Pardon? For a private sector organisation share holder value should be the objective, simple. The conundrum is oft when management pursues a short term maximisation to secure their remuneration
I’m a bit of a dinosaur, I thought changing the business was an integral part of any managers job.
Indeed, tho I guess it’s trying to bring some of the consultant BS in house and reduce cost. You do of course run the risk of any sensible proposals being sunk by others as consultants recommendations do at least have the veneer of authority from their letterheads and expense
In my world, “change management” means “the people who stop operations from doing any work”.
Merry “still getting paid, but change freeze is on” Christmas to everyone out there in IT getting full pay to do shag-all for a month.
“If, as reported, BA has set a budget of £7bn to fix 600 problems, it’s hard to imagine world in which they will succeed in their efforts without a role of this type.
“But wiser transformation managers would reflect introspectively on the way the conversation has developed here. There is a reason why this type of role is so widely mocked: most of us have encountered too many non-achieving pen-pushers [and box tickers] who create stultifying corporate bureaucracy [add treacle to justify their existence/fees] rather then facilitate real transformation.”
What I do is mostly billed as Transformation these days and I receive comments that I’m “one of the good guys” that “gets it done”. But the reason I get the comments is that there is so much dead wood around that claims to be doing this but isn’t. A lot of it comes from top management not really organising and committing as @ukpolak has said of course.
And BA is a big ship to turn round so this will take time.
“If, as reported, BA has set a budget of £7bn to fix 600 problems, it’s hard to imagine world in which they will succeed in their efforts without a role of this type.
“But wiser transformation managers would reflect introspectively on the way the conversation has developed here. There is a reason why this type of role is so widely mocked: most of us have encountered too many non-achieving pen-pushers [and box tickers] who create stultifying corporate bureaucracy [add treacle to justify their existence/fees] rather then facilitate real transformation.”
What I do is mostly billed as Transformation these days and I receive comments that I’m “one of the good guys” that “gets it done”. But the reason I get the comments is that there is so much dead wood around that claims to be doing this but isn’t. A lot of it comes from top management not really organising and committing as @ukpolak has said of course.
And BA is a big ship to turn round so this will take time.
But with a Captain in London and one in Madrid, who is actually navigating the ship?
But with a Captain in London and one in Madrid, who is actually navigating the ship?
Sean Doyle runs BA.
iAG operates such that each airline is a separate entity and makes its own decisions within the parameters set,
IAG Board will set broad policy and will approve major investments (such as this and purchase of new planes) then leave the subsidiary to get on with it. The IAG board and the Management Team (on which Sean sits) won’t be micro managing the BA programme but will want and get regular updates.
The trouble with the role of ‘Director of Transformation’ is that this type of job is only needed at companies with a problem or a company that, for external reasons needs completely to change direction (eg a car manufacturer having to move from combustion engines to EVs).
Most good companies are in a constant state of evolution (that ultimately will result in transformation) a process that comes from the Board and is implemented by the CEO. A couple of UK FTSE companies that have recently been in a very poor state but have moved rapidly to transform their operations would include Rolls Royce and Sainsbury’s. M&S has also had a major renaissance, but it has taken much longer to get to where they are today. None of these companies have achieved this by appointing a ‘director of transformation’. Change has been imposed from the very top and pushed by the whole management team with a single transformation agenda and real urgency.
The BA role doesn’t appear to be a board level appointment (even with the job title advertised) so simply won’t have the authority or support to effect the change/transformation. These projects to wins hearts and minds and really change the way staff think about things can only come from the very top. In practice, the CEO needs to be in charge of transformation.
I thought HfP was meant to be full of city types and big corp? Maybe it’s full of people who worked in those industries 20 years ago and not today.
Aviva, Tesco, Sky, London Stock Exchange to name a few all have similar roles. Many many more companies have more specific roles (i.e. specific to Finance Transformation or Digital Transformation). Such roles are pretty ubiquitous these days, if anything BA only just creating the role is more the surprise.
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